Enterprise resource planning (ERP) users within our company have
been complaining that they have inadequate levels of
training.
The user group has made it clear that they believe it is our
responsibility to ensure that both initial and ongoing training is
provided on these systems. We do not see ourselves as trainers, nor
do we have the resources to do this, but at the same time HR claims
IT training is not within its remit. Any suggestions?
the solution
Take an objective look at the business
Paul Williams
Arthur Andersen
Many businesses implementing ERP systems do not achieve the
productivity gains they anticipated prior to the project
commencing.
The reasons for this are often complex and interrelated,
concerning the underlying software and technology, the staff, the
modelling of the business processes, project management during the
implementation, and support and maintenance after
implementation.
Your comment regarding inadequate training of users in the new
ERP system is all too common. Training is fundamentally important.
However, training may just be a symptom of some deeper rooted
problems concerning the business processes. Therefore, the
allocation of additional resources to user training may not be the
only answer.
I suggest that your company takes an objective look at the
business processes and considers such issues as:
- How the business processes were modelled in preparation for the
implementation
- The opportunities to simplify business processes
- The roles and responsibilities of staff, and supply chain
management operation
A review of the business processes is not a technical IT
project. Your company must ensure that business process owners take
responsibility, and commit to driving through the potential changes
required. In the absence of such ownership it may prove difficult
to identify and address underlying causes.
Link training to productivity
Rob Lambert
Senior lecturer in management information systems, Cranfield
School of Management
Many ERPs have been implemented as an IT application, rather
than showing clear links to improvements to business processes and
performance. Therefore, the approach we suggest is:
- Review and agree with the business exactly which improvements
in productivity are required
- Identify clearly the business processes and activities that
affect that productivity;
- Identify where your ERP application can support the required
improvements.
Our experience suggests that, in order to deliver real business
benefits and productivity improvements, a mix of business change
and IT training is required. It is critical that you develop a plan
of action linked directly to the productivity improvements showing
any business changes.
Any training must be directly linked to the productivity
improvements and subsequently measured to ensure the benefits have
been delivered. Hence, you need to develop a business case for the
training and monitor benefits delivery, rather than treating IT
training as a standalone item and a budgetary issue.
Someone's got to find the funds
Robin Bloor
CEO, Bloor Research
You should probably bite the bullet. This is someone's fault. If
it's yours then admit it and go cap in hand for the money. If it is
someone else's fault, then pin it down and tell them to go and find
funds. If no funds appear then the only solution is to fund it from
existing resources or by cunning.
One possible get-out-of-jail-free card is a "new support desk
system" that just happens to have remote training capabilities. Buy
one, claiming massive savings from this brave initiative (and there
should be some unless you already have an excellent system).
Now tie the two problems together by implementing the new
support system on the ERP software first and make training an
invisible part of this. If none of this works then turn to the job
pages.
Build in training from the start
Roger Rawlinson
Head of e-business technologies, NCC Group
Training is fundamental to the success of a new system, this is
particularly true of an ERP system as they usually represent a
significant change to the user, both in terms of IT and the
business process. An organisation that rolls out ERP without
adequate training is running a massive risk - it is in danger of
eroding productivity and losing control of the business.
Training should have been built into the project from the
beginning, that means building testing into the procurement process
and identifying with potential suppliers how training will be
managed and implemented. The supplier can provide all training, or
train your staff to provide the training. The key aspect is that it
is built into the project plan. Your question raises the issue of
who is responsible for the training - the answer is the
business:
- IT is responsible for delivering IT and, as you point out in
your case, does not have the skills or resources to deliver the
training
- HR should have a role in training as it is a staff issue,
liaising with yourself to identify what is required to resolve your
current shortfall
- I suggest that you submit a "paper" to management, identifying
the issues and the potential detrimental effect on the business, as
well as the investment and what is required to resolve it
- You should have a close relationship with your supplier and I
would call on them for assistance. It is in their interest for your
system to be a success.
next week
A year from now our company is going to amalgamate two offices
into one central location in the Midlands. As head of IT, what sort
of strategic plans should I be making in preparation for this - I
am thinking of things such as my role in changing management and
staff retention. Isn't this a golden opportunity to dispose of the
old and bring in the new?